HomeMy WebLinkAboutAGENDA REPORT 2006 0621 CC REG ITEM 09IMOORPARK CITY COUNCIL
AGENDA REPORT
ITEM 9. X.
CITY OF MOORPARK, CALIFC?Wcl :
City Council Meeting
of
ACTION:
TO: The Honorable City Council
FROM: Mary K. Lindley, Parks, Recreation & Community Services
Director
DATE: June 8, 2006 (Meeting of June 21, 2006)
SUBJECT: Consider Parks, Recreation & Community Service Department
Organizational Study
DISCUSSION
On January 18, 2006, the City Council authorized the City Manager to secure a
consultant to perform an organizational study for the Parks, Recreation &
Community Services (PR &CS) Department. The two department vacancies
(Recreation Manager and a Recreation Coordinator II), provided a good
opportunity to examine the department's organizational structure and to identify
changes and efficiencies that would better facilitate the growing responsibilities
and demands on the department.
The City entered into an agreement with Personnel Concepts, Inc., the same firm
that conducted the compensation study for the City in 2005. While the consultant
looked at the entire department, the main focus of the study was in the areas of
parks and landscape maintenance, facilities, recreation, and department
administration. These are the areas that have seen the greatest growth in terms
of workload and range of program responsibilities.
In addition to reviewing the department's budget, workload data, and meeting
with City Manager and Director, the consultant conducted interviews with most of
the department's full -time employees. Additionally, the consultant conducted a
survey of parks and recreation departments in other cities. A goal of the survey
was to compare the City's landscape maintenance workload and staffing levels to
those of similar jurisdictions. The survey fell short of this goal because the
surveyed agencies were not able to provide sufficient adequate workload data to
draw specific conclusions as it relates parks and landscape maintenance.
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June 12, 2006
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However, the consultant was able to use some of the information to make certain
recommendations.
The Study provides 18 recommendations (see pages 25 — 29 of the attached
Report).
Parks /LMD /Facilities Division
The Division is responsible for landscape and tree maintenance in park and
LMD's (provided under contract), maintenance and repair of park amenities and
LIVID hardscape (walls, monument signs), minor park capital projects, facility
maintenance and repair of all City buildings (including the Police Facility and
Theatre), facility custodial (in -house and contract, excluding the Police Facility
and Theatre) for City buildings, and private property tree removal permits. The
Division is staffed by a Parks and Facilities Superintendent, a Senior
Maintenance Worker, two Maintenance Worker III's and a Maintenance Worker
II.
There is no overlap or duplication of duties between the tasks performed by City
staff and those by the City's landscape and tree maintenance contractors. The
landscape maintenance contractors are responsible for landscape and irrigation
maintenance in the parks and LIVID areas, and around City buildings (except the
Police Facility) and weekday cleaning and stocking of park restrooms. City staff
is responsible for weekend cleaning and stocking of park restrooms and repairs
to restrooms, storage and concession buildings, play equipment, sports
amenities (backstops, bleachers, courts etc.), annual backflow testing and
repairs, fences, walls, lighting, graffiti removal, and water line repairs required
between the water meter and the backflows. Water line repairs between backflow
devices and park and LIVID areas are the responsibility of the contractor.
Similarly, the City's janitorial contractor is responsible for cleaning AVRC, Active
Adult Center, the Public Works Office, and when necessary the Theatre (under
the direction of the Assistant City Manager's Office). The County is responsible
for janitorial services at the Police Facility. City staff is responsible for repairs to
all City buildings. Graffiti removal in parks and on City buildings is performed by
Division staff, as is maintenance of the City -owned bus shelters.
All of the employees in this Division are on the 9/80 work schedule, with the
exception of the Maintenance Worker III who performs custodial services. Typical
work hours are Monday through Friday, 6:45 a.m. to 4:15 p.m. Additionally, to
provide critical coverage on Saturdays, when the parks are heavily used by
patrons, the Maintenance Worker II works a ten -hour shift emptying park trash
cans, cleaning restrooms, removing illegal signs in the City right -of -way,
responding to park, street right -of -way repairs that need immediate attention, and
generally being available to respond to any problem that may occur citywide.
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For working Saturday, this employee has every Monday and every other
Tuesday off. As a result of this 9/80 schedule, which incorporates a 10 -hour
Saturday shift, there are only two field employees working every Friday and
Monday, and every other Tuesday, sometimes less when an employee is on
vacation or sick leave. Out of three field employees, this equates to two or less
working about 45 percent of the time. The consultant is recommending that the
City eliminate the 9/80 work schedule for Parks and Facilities Division staff.
The consultant's recommendations for this Division are to:
1) Create three new positions: Parks and Landscape Manager, Park and
Facilities Supervisor (or Superintendent), and Facilities Technician;
2) Promote the current Maintenance Worker II to a III;
3) Reclassify the current Parks and Facilities Superintendent to
Landscape Assessment District Superintendent;
4) Further evaluate the classification of the Maintenance Worker III
assigned custodial responsibilities, the need for a second custodial
employee, and the cost effectiveness of contracting out custodial
services;
5) Develop a pilot Park Ranger Program with either City employees or
contract staff; and
6) Eliminate the 9/80 work schedule.
If approved and implemented, the Study's recommendations will provide greater
oversight and expertise in the areas of landscape, tree, and facility maintenance
and repair. The Division will be able to refocus on routine park; LIVID, and facility
inspections; proactively schedule maintenance and repair work; provide better
contract management and oversight; ensure that new LIVID areas are constructed
and planted pursuant to approved plans and that plant material and irrigation
systems are installed properly; and be positioned to assume the additional acres
of park and LIVID land being constructed within the next five to ten years, which
includes significant areas of open space and trails. Additionally, the Division will
assume greater responsibility for capital improvements, writing contacts and
requests for proposal, and bidding projects, while relieving the Director who
currently has primary responsibility for these duties.
Recreation Division
The Recreation Division is responsible for youth and adult recreation classes and
sports leagues, teen programs and activities, seasonal day camps, daily
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operations (7 days a week) of the recreation center and gym, park and building
rentals, an active adult center and activities, the senior nutrition congregate and
home delivered meals program; and special events. The Division consists of a
Recreation Manager, Active Adult Supervisor, three Recreation Coordinator II's,
a Recreation Coordinator I, a regular part-time Recreation Assistant, and
between 8 and 20 part -time and seasonal staff. Division staff, except for the
vacant Manager and Active Adult Supervisor, are on a traditional 5 -day work
week with the option to work a flex schedule to accommodate City activities.
In addition to the aforementioned responsibilities, the Division performs contract
management for recreation center and gym custodial services, vending
machines, independent contract class instructors, and various special event
vendors; coordinates use agreements with youth sports organizations; schedules
staff to close park restrooms and tennis courts (7 days a week); schedules
Sunday and occasional Saturday park maintenance; and serves as the City's
liaison with the Boys & Girls Club, the Moorpark /Simi Valley Neighborhood for
Learning and other regional youth organizations.
The consultant is recommending the following:
1) Reclassify the Recreation Manager position (currently vacant) as
Community Services Manager at a higher salary (range 71),
2) Reclassify the teen and day camp Recreation Coordinator II position
(currently vacant) as Recreation Leader IV (range 32), and
3) Change the status of the administrative support position at AVRC from
part -time (30 hours /week) to full -time.
It is anticipated that in the future, management and oversight of the Moorpark
Theatre will be transferred to the Parks, Recreation & Community Services
Department and that this responsibility will be delegated to the Recreation
Division. Approval of the Study's recommendations will assist with this future
assignment as well as enhancements to the Division's existing programs
(particularly in the area of teens) and the assumption of public art and expanded
cultural arts programs. The additional 10 hours per week of administrative help
should free up some of the Recreation Coordinators' time for additional program
development. Because the two existing vacancies create a hardship on the
Division's ability to adequately manage its workload, staff is currently conducting
recruitments to fill those vacancies at the classification and salary ranges
recommended in the Study.
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Solid Waste/Transit/Animal- Vector Division
This Division is responsible for residential and commercial refuse and recycling;
household hazardous waste; ensuring the City's compliance with the state AB
939 goals and requirements; the City's transit services, including fixed route and
ADA paratransit; the Metrolink Station; mosquito abatement and surveillance;
and animal control compliance; animal nuisance abatement; and contract
management of the City's animal control agreement with the County. The
Division is staffed by four full -time employees, a Senior Management Analyst,
Administrative Specialist, Animal/Vector Control Specialist, and Animal/Vector
Control Technician.
In addition to the aforementioned responsibilities, the Division serves as the
liaison to VCTC on transit matters and the County and State on waste
management issues; prepares the City's annual waste diversion and transit
reports and the City's Local TDA funding request; administers recycling and used
oil grants and transportation project grants; manages the City's solid waste
franchise agreements and fixed route and paratransit contracts; develops waste
reduction, recycling, and other related programs (universal, e- waste, and HHW
waste) to ensure compliance with state law; promotes and provides public
information in the areas of solid waste, transit, animal control, and mosquito
abatement; maintains and implements testing on a flock of City -owned chickens
for the presence of vector -borne disease; ensure compliance of the City's animal
control ordinance; response to solid waste, transit, and animal related complaints
and issue animal citations when necessary; and transports stray animals to the
animal shelter.
With the adoption of the FY 2005/06 budget, the Council approved a
recommendation to transfer responsibility of the City's transit programs to the
Public Works Office. This was to have taken place once the Public Works
Department was fully staffed. The objective was to reduce the workload of the
Parks, Recreation & Community Services Department. Additionally, the Senior
Management Analyst responsible for the Department's Solid
Waste /Transit/Animal- Vector Control Division was temporarily assigned to the
Assistant City Manager's Office to fill a temporary vacancy to assist with priority
emergency management projects. The Animal/Vector Control programs were
also temporarily assigned to the Assistant City Manager's Office along with the
Senior Management Analyst.
The consultant recommends the:
1) Retain the Senior Management Analyst position with an emphasis on
assisting the Department Head department oversight, budget, and
special projects along with supervision of the Animal/Vector Control
program;
,Ran .--r)
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2) Reclassify the Administrative Specialist to Management Analyst (range
62) with primary responsibility for solid waste and transit programs;
and
3) Reassign transit and solid waste public information to the Department's
Administrative Assistant position.
If the Study's recommendations are approved, the Department should be
sufficiently staffed to accommodate transit services. Therefore, transit services
would remain in the PR &CS Department. With the Senior Management Analyst's
time devoted to department administration and special projects, it is expected
that the Department would be able to complete more of the items on its project
list. This position may or may not supervise the Management Analyst position
(depending on the experience and skill level of the Senior Management Analyst).
The Management Analyst will have primary responsibly for the City's solid waste
and transit programs.
If approved by the City Council, the Study's recommendation would begin to be
implemented as soon as possible.
STAFF RECOMMENDATION
Accept the recommendations in the Parks, Recreation & Community Services
Department Organizational Study.
Attachment A: Organizational Study
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CITY OF MOORPARK
PARKS, RECREATION, AND COMMUNITY SERVICES DEPARTMENT
ORGANIZATION STUDY
FINAL REPORT
SUBMITTED BY:
TONY GERCZAK
PERSONNEL CONCEPTS, INC.
JUNE 9, 2006
TABLE OF CONTENTS
PAGE
CHAPTERI -- INTRODUCTION ..................................................................... ..............................1
StudyObjectives ..................................................................................................... ...............................
I
StudyApproach ...................................................................................................... ...............................
2
CHAPTER II — ORGANIZATION OBSERVATIONS
5
.................................. ...............................
CurrentStaffing ...................................................................................................... ...............................
5
Summary of Department Programs ....................................................................... ...............................
7
ParksDivision ....................................................................................................... ...............................
7
RecreationDivision .............................................................................................. ...............................
10
ActiveAdult Center ................................................................................................ .............................13
Solid Waste, Transit, and Animal /Vector Control Programs .............................. ...............................
14
Administration........................................................................................................ .............................17
Key Observations and Comments from Interviews ............................................. ...............................
21
Workload and Staffing Survey of Other Cities ..................................................... ...............................
24
CHAPTER III — RECOMMENDATIONS ......................................................
27
...............................
OrganizationalStructure
..................................................................................... ...............................
27
ParksDivision ...................................................................................................... ...............................
27
RecreationDivision .............................................................................................. ...............................
29
Solid Waste, Transit, and Animal /Vector Control ............................................... ...............................
30
Administration...................................................................................................... ...............................
31
Summary............................................................................................................... ...............................
31
APPENDIX A — CURRENT ORGANIZATION CHART AND
RECOMMENDED ORGANIZATION CHART
APPENDIX B -- WORKLOAD AND STAFFING SURVEY FORM AND RESULTS
APPENDIX C — RECOMMENDED CLASS SPECIFICATIONS
CHAPTER I
INTRODUCTION
Personnel Concepts was retained by the City of Moorpark to conduct an Organization Study of the
Parks, Recreation, and Community Services Department. This draft report contains an analysis of
organizational structure and staffing and provides recommendations for improvement.
To facilitate review, this report is organized into the following chapters:
• Chapter I— Introduction —This chapter provides general background information
regarding the study including study goals and objectives, methodology, and approach.
• Chapter II— Oreani ation Observations —This chapter provides an overview,
observations, and findings regarding the Department's organizational structure and
staffing. It is this information that serves as the foundation for subsequent
recommendations.
• Chapter III — Recommendations —This chapter, based upon the data described in all
previous chapters, presents study recommendations related to enhancing and improving
the overall structure of the Department.
STUDY OBJECTIVES
The major objectives of the study were the following:
• Assess the organizational structure of the Department.
• Assess staffing levels based upon existing and future programs, operations, and
maintenance responsibilities.
• Evaluate the distribution of responsibilities /workload among the divisions within the
Department and staffpositions.
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• Review the relationship between the various levels of staff within the Department and
their reporting structure and authority.
• Evaluate the existing job classifications and duties.
STUDY APPROACH
In order to achieve these study objectives, the approach used for conducting the organization study
incorporated participation by Department managers, supervisors, and full time employees.
Specifically, the study workplan included the following tasks:
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• Initiation of the project through a meeting with the City Manager and Director of
Parks, Recreation, and Community Services, including discussion of project objectives,
activities, schedule, and progress reports. It is important to note that the City indicated,
at that time, that the Department does not keep comprehensive workload statistics.
• Initial interviews with managers, supervisors, and key staff.
• Review of a variety of background information including:
— Budget
— Current staffing
— Organization chart
— Classification specifications
— Salary plan
— City of ' Moorpark Mission Statement, Priorities, Goals and Objectives, FY
2005/2006
— List of responsibilities for each manager /supervisor, and key full time staff
— Moorpark Recreation Guide, Spring 2006
— Overtime statistics, FY 2005
— List of on -going contracts and agreements and dollar amounts
— Department Top 10 Priorities
— Theater Management Services Draft Contract
— Parks, Recreation, and Community Services Director Significant Projects
— Parks Inspection Areas
— Parks Maintenance List, 2006
— Additional parks maintenance check lists including office hazard inspection,
basketball, baseball field maintenance, horseshoe pit, open play field, parking
lot, playground, picnic area, skatepark, tennis court, trail maintenance, graffiti,
and work order forms
— Miscellaneous documents and memoranda.
C
• In -depth individual interviews with managers, supervisors, and key full time staff.
Efrain Alcaraz
Todd Henderson
Rodrigo Ceja
John Casillas
Allen Walter
Patty Lemcke
Shaun Kroes
John Brand
Margaret Rothschild
Stephanie Shaw
Marty Hall
Mary Lindley
Maintenance Worker III
Maintenance Worker III
Maintenance Worker II
Senior Maintenance Worker
Parks & Facilities Superintendent
Administrative Assistant
Administrative Specialist
Senior Management Analyst
Active Adult Center Supervisor
Recreation Coordinator II
Recreation Coordinator II
Parks, Rec. & Comm. Svcs. Director
• Conduct of a tour of all parks and Landscape Maintenance Districts (LMD 's).
• Conduct of a workload and staffing survey of eight (8) other cities.
• Debriefing with the City Manager and the Director of Parks, Recreation, and
Community Services.
The information gathered in the steps outlined above has been used to gain an understanding of the
organizational structure, reporting relationships, and staffing of the Department.
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CHAPTER II
ORGANIZATION OBSERVATIONS
This chapter provides organization observations of the Parks, Recreation, and Community
Services Department. The purpose of these observations was to place the overall organization of
the Department in perspective and to develop the foundation for subsequent recommendations.
The organization observations were generated from the review and analysis of background
materials, data, and interviews.
The organization observations and findings are presented in the following categories:
• Current Staffing
• Summary of Department Programs
• Parks Division
• Recreation Division
• Active Adult Center
• Solid Waste, Transit, and Animal /Vector Control Programs
• Administration
• Key Observations and Comments from Interviews
• Workload and Staffing Survey of Other Cities.
Subsequent analysis and assessment of the Department are based on the existing situation, as
documented herein. Specific recommendations are provided in Chapter III.
CURRENT STAFFING
The Parks, Recreation, and Community Services Department has the following staff.
DIVISION
TITLE
NUMBER
FT/PT
Administration
Director
1
FT
Administrative Assistant
1
FT
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Solid Waste, Transit
Senior Management Analyst
1
FT
AnimalNector Control
Administrative Specialist
1
FT
Animal /Vector Control Specialist
1
FT
AnimalNector Control Technician
1
FT
Parks Maintenance /Facilities
Parks and Facilities Superintendent
1
FT
Senior Maintenance Worker
1
FT
Maintenance Worker III
2
FT
Maintenance Worker II
1
FT
Recreation
Recreation Manager
1 (Vacant)
FT
Recreation Coordinator II
3 (1 Vacant )
FT
Office Assistant
1
PT
Recreation Leader
10
PT
Recreation Aide
3
PT
Active Adult Center
Active Adult Center Supervisor
1
FT
Recreation Coordinator I
1
FT
Recreation Leader II
1
PT
Senior Nutrition Coordinator
1
PT
Overall, there are 17 authorized full time and 15 authorized part time Department staff. The
Parks, Recreation, and Community Services Department has unique and varied functional
responsibilities such as Solid Waste, Transit, and Animal /Vector Control. These unique and
varied functions demand more time commitment from the Department Director than the
traditional Parks and Recreation functions.
The City is currently considering moving Transit to the Public Works Department. The City is
also conducting an analysis, under a separate study, to absorb the Library from Ventura County.
In addition, the City has assumed responsibility for the Theater operation, which may fall under
the responsibility of the Department within the next couple of years.
The management to full time staffing ratios are presented below:
• Director L-5
• Senior Management Analyst 1:3
• Parks and Facilities Superintendent L-4
• Recreation Manager 1:5
• Active Adult Supervisor 1:1
The Parks, Recreation, and Community Services Department has a 5 member Parks and
Recreation Commission appointed by the City Council. This Commission provides
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recommendations on matters pertinent to the City's recreation programs, facilities, and parks. A
Teen Council and Senior Citizen Advisory Committee advise staff on recreational programs and
services. The Department staff also works closely with community organizations, Moorpark
Unified School District, and other public agencies regarding the delivery of services.
The current organization chart is presented in Appendix A.
SUMMARY OF DEPARTMENT PROGRAMS
The Parks, Recreation, and Community Services Department consists of the following diverse
and varied programs:
• LMD administration
• Parks and trails (maintenance, repairs, and rentals)
• Landscaped parkways and medians (maintenance, repair, review of development
project plans and specifications, buffer zone, and private tree inspections)
• Recreation (classes, sports leagues, teens, and special events)
• Active Adult Center (seniors)
• Capital improvement projects (parks, landscaped parkways, medians, and facilities)
• Solid waste (refuse, recycling, yard waste, waste reduction, E- waste, and used oil)
• Transit services fixed route, paratransit, and Metrolink station coordination)
• Animal control and vector compliance
• Cultural programs (Art in Public Places and library service coordination)
• Theater operations and maintenance (anticipated in the near future).
PARKS DIVISION
The Parks Division includes maintenance of parks, trails, Landscape Maintenance Districts, and
facilities. The City has 16 parks, encompassing 142 acres. It is anticipated that the 17" park will
be completed in FY 07/08. These parks have typical amenities and features including restrooms,
playgrounds, sports fields, tennis courts, basketball courts, picnic tables, drinking fountains,
barbecues, and parking lots. Of the existing parks, 9 do not have restrooms or parking lots to
maintain.
AVRC is the largest community park, encompassing approximately 70 acres and providing a
wide range of recreational activities for a large number of users. This park has 2
restroom/storage room facilities, 2 concessions, 2 playgrounds, 8 lighted tennis courts, multi -
purposes court, 4 softball fields (2 with lights), football field, 3 pavilions, 4 soccer fields, and
large turf areas used for soccer and other recreation sports and activities. This park has water
wells and a sewer grinder pump that require regular maintenance.
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The Department uses a landscape maintenance contractor to perform daily landscape
maintenance and restroom cleaning. The City staff has major responsibility for inspection and
monitoring of the City parks on a regular daily basis, and performing repairs and minor
improvement projects. The number of parks will increase in the next 2 years to 17 (13%
increase) and 152 acres (7% increase), including a skate park, baseball field, park improvements,
and capital projects.
The Department is also responsible for maintenance and repair of 19 Landscape Maintenance
Districts encompassing 3.5 million square feet. This workload will increase approximately 91%
or 3.2 million square feet in the next 5 years.
The City has approximately 60,000 square feet of floor space to maintain, including:
• City Hall /Annex
• Community Center /Active Adult Center
• A VRC and Gym
• Public Works Office
• Animal /Vector Control Office
• Parks /Public Works Yard
• Engineering Office (maintenance; no janitorial)
• Police Facility (maintenance; no janitorial).
The Department staff maintains Moorpark Redevelopment Agency properties as needed. Staff is
also responsible for Theater maintenance. The Department staff contracts maintenance and
removal of trees in the public right of way. In addition, the Department staff is responsible for
maintenance of the Metrolink station and 20 bus shelters.
STAFF UTILIZATION
The Parks Division has a Parks and Facilities Superintendent responsible for direct management
and supervision of staff and administration of all maintenance contracts. This position
administers and coordinates the maintenance of trees in the public right of way and tree removal
on private property. The Superintendent reviews landscape and irrigation plans and inspects
landscape and irrigation improvements prior to City acceptance. This position has responsibility
for the ETO program, SCJPA inspection, SAS Alarm, informal bids, and assisting on small
capital projects. The Parks and Facilities Superintendent has reported time spent as follows:
Activi /Function % of Time Spent Estimate
Administrative (parks, LMD's, facilities) 25%
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.,.
Supervision
25%
Program Development
5%
Public Interaction/Relations
2%
Maintenance and Facilities
10%
Other—Inspections/Contract Management
30%
Other —Tree Removals /Issues
3%
The Parks and Facilities Superintendent is responsible for the following agreements /contracts:
Business
Dollar Amount
Description
CalTrans
N/A
College View Park, Collins Drive Off -Ram
Bay Alarm
$8,348
Facility Security System
Dial Security
$7,560
Lock Gates, Buffer Zone, AVCP, Miller Park
West Coast Arborist
$120,000
Tree Maintenance
All Pro Pool and Spa
$2,520
ity Fountains Maintenance
Sunrid e Landscape
$642,348
Landsca in
Venco
$47,544
Landscaping
A review of the class specification indicates that this position should also be responsible for
managing and administering projects and programs, including capital improvement, for parks and
recreation. The incumbent is not performing this duty, due to lack of time or training.
The Senior Maintenance Worker position is responsible to assist the Superintendent in training,
development, review, and evaluation of staff. This lead position is responsible to estimate time,
equipment, materials, and costs, to monitor and inspect activity logs, to assist in solicitation of
bid quotes and purchases, to conduct park and facility inspections, to inspect Zone 12, to conduct
backflow inspections, to monitor water usage reports, and to oversee Kelly cleaning services for
the Community Center. This position provides lead supervision to the Maintenance Worker III's
assigned custodial duties. The Senior Maintenance Worker is responsible for inspecting 83
backflow devices annually; these inspections will increase by 37% to a total of 114 in the next
year. This position possesses a Class B driver's license and Backflow Prevention Devise Tester
certificate. For this position to be more effective, the Senior Maintenance Worker may also need
additional training and staff development.
There are 2 Maintenance Worker III positions. One position works a flexible schedule and
performs custodial, janitorial, and minor repair work at the Community Center, City Hall, and
miscellaneous facilities. One position performs advanced journey level parks maintenance
duties, conduct park and facility inspections, and possesses a Playground Inspector certificate and
Class B driver's license.
There is 1 Maintenance Worker II position that works a flexible work day schedule (Saturday),
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performs advanced journey level duties in parks maintenance, and conducts park and facility
inspections. This position possesses a Playground Inspector certificate and Class B driver's
license.
All maintenance staff work a 9 -80 schedule.
RECREATION DIVISION
The Recreation Division has the following program areas:
• Community youth and adult recreation classes
• Instructional and competitive youth sports
• Competitive adult sports leagues
• Community special events
• Teen programs and events, including Teen Council
• Park rentals
• Seasonal youth day camps (summer, spring, winter).
Annually, the Recreation Division coordinates approximately 400 individual classes, 42 youth
and adult leagues, 122 teen program activities, 5 community special events, and seasonal day
camps. Approximately 65,000 customers use these programs each year. The Division is
responsible for administering park rentals (660 annually), sports tournament rentals, and AVRC
and gym rentals. The Division administers use agreements with various sports organizations and
coordinates quarterly meetings with the Youth Sports Advisory Committee. The Recreation
Division conducts monthly meetings (dark for 3 months) and activities with the Teen Council
(currently and temporarily assigned to Recreation Coordinator I within Active Adult Services).
Teen programs include After Dark Dances, Band Jams, Battle of the Bands, Skatepark, and
classes targeted toward teens.
The Recreation Division staff is responsible for coordinating the daily closing of park restrooms,
grooming ball fields used the City adult softball leagues, and performing park/LMD maintenance
on Sundays and occasional Saturdays.
The Recreation Division is operated out of AVRC and is staffed 7 days a week, 8:30 AM to 10
PM Monday to Friday and 8:00 AM to 3:00 PM on the weekend. The Division employs
approximately 8 -15 part time staff to assist with office functions, sports leagues, special events,
and seasonal day camps.
STAFF UTILIZATION
Currently, the Recreation Manager position is vacant. This position is assigned supervision and
management of the Division, budget, contract administration, marketing, facility operations,
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facility contracts, facility /park rentals, service contracts, parks and recreation reports, Council
and Commission reports, Youth Sports Committee, time card review, new classes /programs,
NFL Committee, Youth Scholarships, special programs, Youth Master Plan, Parks Master Plan,
Art in Public Places, Boys and Girls Club liaison, MHS liaison, EOC representative,
CPRS /SCMAF representative, Ventura County Library liaison, Beach Bus, and direct
supervision of Recreation Coordinators and Active Adult Supervisor. Temporarily, some of
these responsibilities have been assigned to the Department Director, Senior Management
Analyst, and Recreation Coordinator II's.
One Recreation Coordinator II position is assigned youth and adult sports, sports tournaments,
rentals, EOC representative, facility /park permits, facility operations /scheduling, CPRS /SCMAF
representative, youth sports agreements, program budget, contract administration, program
marketing, home page updates, facility maintenance and inspection, Special Olympics liaison,
staff supervision, training, evaluations, and personnel staffing and scheduling. The Recreation
Coordinator II has reported time spent as follows:
Activity/Function
% of Time Spent Estimate
Description
Administrative
30%
Supervision
25%
Pro ram Development
10%
Public Interaction/Relations
20%
Maintenance and Facilities
15%
This Recreation Coordinator II is responsible for the following agreements /contracts:
Business
Dollar Amount
Description
Moorpark Girls Softball Assn.
N/A
Use Agreement
Moorpark Little League
N/A
Use Agreement
AYSO
N/A
Use Agreement
Moorpark Soccer Club
N/A
Use Agreement
MBA-Boys and Girls Club
N/A
Use Agreement
Advantage Vending Solutions
$30,000 est
Vending Machines
MUSD Hold Harmless Form
N/A
Parks and Facilities
One Recreation Coordinator II position is assigned contract classes, contract administration,
Recreation Guide, special events, general publicity, CPRS /IFEA representative, program budget,
marketing, home page updates, staff supervision, training, evaluations, and personnel staffing
and scheduling. The Recreation Coordinator II has reported time spent as follows:
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V •.. �_ rte. . n..
Activity/Function
% of Time Spent Estimate
Description
Administrative
20%
Supervision
10%
Program Development
60%
Public Interaction/Relations
5%
Maintenance and Facilities
5%
This Recreation Coordinator II is responsible for the following agreements /contracts:
Business
Dollar Amount
Description
Speedy Press Services
$22,960
Recreation Brochure
Active Network
$2,900
Software AVRC
One Recreation Coordinator II position is vacant and assigned teen programs, Teen Council,
skatepark, summer camp, winter /spring camp, CPRS representative, program budget, marketing,
contract administration, staff supervision, training, evaluations, and personnel staffing and
scheduling. Some of these responsibilities have been temporarily assigned to the other
Recreation Coordinator II positions.
One part time Recreation Assistant is assigned customer service, deposits, refunds, registration,
records, registration software, cash collections, contract class assistance, instructor payment,
class rosters, contract administration assistance, and part time personnel coordination.
ACTIVE ADULT CENTER
The Active Adult Center is responsible for senior citizen programs and events including a wide
variety of adult classes, presentations, health assessments and testing, fitness programs, and
information/referral services. The Center relies on grants to help fund one - time -only purchases
and program enhancements. The Center assumed responsibility for the Senior Nutrition
Program, which had previously been operated by the County of Ventura. The Nutrition Program
provides hot, nutritious, home delivered meals Monday through Friday. The Center relies
heavily on volunteers to serve as receptionist at the front desk, perform basic secretarial duties,
assist with activities and events, and assist in the kitchen with the Senior Nutrition Program.
STAFF UTILIZATION
The Active Adult Center Supervisor is responsible for management, supervision, budget,
marketing, and contract administration. This position is also responsible to plan and schedule
activities and special events, including classes, workshops, trips, and Senior Olympics, to
provide information and referral services, to maintain Center operations, to write and administer
grants, to coordinate Active Adult Advisory Committee, and to coordinate and supervise
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approximately 100 volunteers. The Active Adult Center Supervisor assists with the City's Art in
Public Places program and Moorpark Art Festival. The Active Adult Center Supervisor has
reported time spent as follows:
Activity/Function
% of Time Spent Estimate
Administrative
35%
Supervision
15%
Program Development
30%
Public Interaction/Relations
15%
Maintenance and Facilities
5%
The Adult Center Supervisor has overall responsibility for the Senior Nutrition Program contract
($14,932 annually) which serves about 10,000 meals per year.
The Recreation Coordinator I position is responsible for assisting with public information,
registration, SNP oversight and home visits, scheduling rooms, research and scheduling of
speakers, and special events and programs.
The part time Senior Nutrition Coordinator position is responsible day to day operations of the
Senior Nutrition Program, including preparing meals, stocking food deliveries and supplies,
ordering and monitoring number of meals served, submitting meal attendance reports, and
recruiting, training, and supervising volunteers and part time staff.
The part time Recreation Leader II position provides assistance regarding craft and bake sales,
bulletin boards, front desk, special events, outreach calls, luncheons, registration sign -ups, set-
ups, and public information.
SOLID WASTE, TRANSIT, AND ANIMALNECTOR CONTROL PROGRAMS
SOLID WASTE
The City's Solid Waste Program includes the following:
• Resident refuse, yard waste, and recycling
• Commercial refuse and recycling
• Household hazardous waste (HHW)
• Used oil collection
• E- waste.
The Solid Waste Program is responsible for the development and coordination of education and
promotional activities including source reduction, waste diversion, composting, and beverage
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container and litter reduction. The Program includes managing the City's franchise agreements
with 2 contract disposal companies, documenting and tracking waste and diversion data for AB
939 compliance, and overseeing the City's mandatory service requirements. The Program staff is
responsible for administering and monitoring agreements with Camarillo and Simi Valley for
HHW collection. The staff also administers the Simi Valley Landfill and grants for used oil and
beverage container and litter reduction.
TRANSIT
The Transit Program consists of the following:
• Fixed route bus system
• Disabled ADA paratransit system
• Senior Dial -A -Ride
• Vista -East
• Metrolink.
The Transit Program is responsible for contract administration, fiscal management of Federal,
State, and local transit funds, and public information and marketing. Program staff serves as
liaison to Ventura County Transportation Commission and attend monthly Commission meetings
and monthly regional transit meetings. The City contracts with Coach USA to operate the transit
system consisting of 2 bus routes and a fleet of 3 regularly assigned buses and 2 backup buses.
The Program staff routinely monitors the efficiency of routes and identifies appropriate bus stops.
The paratransit and Dial -A -Ride system are also operated by contract. Lastly, the City contracts
for beach bus service during the summer.
The City's Transit Program is are funded primarily through local Transportation Development
Act (TDA) funds and Federal and State grants.
The staff administers an agreement with other east county cities for the operation of Vista -East.
The staff also serves as liaison to Southern California Regional Rail Authority and coordinates
maintenance and enhancement of the Metrolink station.
ANIMALNECTOR CONTROL PROGRAM
The Animal /Vector Control Program consists of the following:
• Administering the City's animal control contract with the County
• Enforcing the City's animal compliance ordinance, including leash law, and
responding to, and processing, animal noise and nuisance complaints.
• Abating vectors (mosquitoes, flies, and ticks)
• Monitoring and mitigating vector sites
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• Preventing new vector sites
• Monitoring the presence of vector -borne disease
70% of staff's time is spent dealing with animal compliance issues; 30% time is dedicated to
abatement and monitoring of vectors. Staff has also assumed responsibility for monitoring
approximately 80 food service establishments for NPDES compliance. Each NPDES restaurant
inspection and report requires approximately an hour.
STAFF UTILIZATION
The Senior Management Analyst position is responsible for management and supervision, Solid
Waste Franchise Agreements and reports, Integrated Waste Management, Household Hazardous
Waste, Public Transit fixed route, paratransit, VCTC meetings, TDA funding, FTA funding,
Metrolink, Animal /Vector Control compliance, NPDES restaurant inspections, and coordination
with other agencies and regional committees. This position is responsible for monitoring the
City's agreement with Ventura County Animal Control. The Senior Management Analyst
position has reported timespent as follows:
Activity/Function
% of Time Spent Estimate
Administrative
36%
Supervision
17%
Program Development
20%
Public Interaction/Relations
25%
Maintenance and Facilities
2%
This position has been temporarily reassigned to the Assistant City Manager's Department.
During the interim, all functions except animal /vector responsibilities have been assigned to the
Administrative Specialist. The City is considering transferring Transit Program functions and
responsibilities to the Public Works Department.
The Administrative Specialist position is responsible for assisting the Senior Management
Analyst with the following: Household Hazardous Waste, E- waste, toxics and commercial
waste, used oil, specific Transit Programs (Dial -A -Ride, Summer Youth Pass, Moorpark Fixed
Transit), Solid Waste Programs, special projects, and public information. This position spends
significant time dealing with routine phone calls and providing routine information. The
Administrative Specialist position has reported time spent as follows:
Activity/Function
% of Time Spent Estimate
Administrative
39%
Supervision
0%
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Program Development
17%
Public Interaction/Relations
33%
Maintenance and Facilities
40
Other — Contract Administration
11%
The Senior Management Analyst and Administrative Specialist are responsible for the following
agreements /contracts:
Business
Dollar Amount
Description
Administrative
40
CUSA LLC
$23,329
City Transit
MV Transportation
$46,024
Dial -A -Ride
Schirmer Engineering
$23,400
Metrolink Security Camera Design
Dial Security
$33,458
Metrolink Guard Services
G.I. Industries
$350,321
Solid Waste Commercial /Residential
Moorpark Rubbish Disposal
$200,596
Solid Waste Commercial /Residential
Vista -East
$19,925
Addendum Intercity Service
City of Simi Valley
$22,318
HHW Collection
City of Camarillo
$14,000
HHW Collection
Simi Valley Landfill
$75,734
Street Impacts
Ventura Co. Animal Control
$50,000
Animal Shelter and Licensing
ADMINISTRATION
Administration encompasses full management responsibility for parks, recreation, facilities,
landscape, trees, Active Adult Center, library, building security, Art in Public Places, solid waste,
transit, animal /vector control, At -Risk Youth Program, Parks and Recreation Commission,
liaison with MUSD, VCTC, and Boys and Girls Club, budget development, special projects, and
capital improvement projects. The Director of Parks, Recreation, and Community Services has
reported time spent as follows:
Activity/Function
% of Time Spent Estimate
Administrative
40
Parks /Park Improvements
37%
Recreation
15%
Active Adults
2.5%
Facilities
15%
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LMD
10%
Solid Waste
2.5%
Transit
10%
AnimalNector
5%
Library
2%
Art in Public Places
1%
Supervision
25%
Program Development
5%
Public Interaction/Relations
5%
Maintenance and Facilities
$20,000
Other —Park Capital Projects
20%
Other—Capital Improvement
+--5%
The Director of Parks, Recreation, and Community Services is responsible for the following
agreements /contracts:
Business
Dollar
Amount
Description
Roberti-Z'berg Harris Grant
$89,500
2002
Shilts Consultants
$18,000
Assessments
MUSC
N/A
AVCP Joint Use Agreement; Access Road
James Gilmore
$30,000
Consultant
John Keisler
$20,000
Consultant
WLC Architect
$550,000
Design Gym & Rec. Center Expansion
Community Works Design Group
$35,000
Poindexter Park Expansion
PML
$20,000
Soils & Materials Testing; Expansion
MIG
$40,000
Park Master Plan
Arroyo Associates
$30,000
Library Stud
LSI
$25,000
Pepper Tree EIR
Michael Maloney
$15,000
Pepp er Tree Maintenance Plan
Picon
$40,000
Gym & Rec. Center Expansion
VCTC Ground Lease
N/A
Metrolink & Ride Facility
The Director of Parks, Recreation, and Community Services has significant projects listed below:
• High Street Pepper Tree Maintenance Plan and EIR
• Library Study
• Department Organizational Study
• Park Master Plan
• Metrolink Security surveillance camera system (design contract underway,
installation about six months away)
Page 16
• Revise City's Tree Ordinance
• Revise City's Solid Waste Ordinance
• Apply for Tree City USA
• Develop Park CIP
• Youth Master Plan
• Design and install electronic marquee signs (2 in FY 05106 and 2 in FY 06107)
• Identify location of a dog park and construct
• Revise parkland dedication ordinance and evaluate adequacy ofpark
improvement fee
• In coordination with other departments, conduct citywide mail ballot to seek
increase in property assessments for street lighting and landscape (while an
approved objective, this project may not be undertake for years)
• Develop a cost and time accounting and develop chargeable rates for Recreation
Division to insure optimum cost recovery
• Work with community groups and school district to address violence intervention
and drug use among teens
• Consider options.for funding construction and maintenance of a community pool
• Determine feasibility of a generator at AVRC
• Evaluate feasibility of implementing a citywide canvassing for animal licensing
and assuming responsibility for selling animal licenses
• In conjunction with other departments, evaluate feasibility of constructing a
second point of egress for the south Metrolink parking lot,from First Street
• Develop guidelines for art in public places and Tree and Landscape fees
• With Community Development, develop open space inventory
• Evaluate feasibility of landscaping remaining portion of Monte Vista Park and
adjacent properties with native vegetation
• With other departments, evaluation feasibility of relocating Metrolink layover
facility
• Oversee design and construction of 7 acre park in Moorpark Highland project (to
be constructed by developer)
• Review new development LMD's. Review all landscape areas to be included in
LMD's, verify annual maintenance and repair cost in order to set assessment,
review and comment on landscape plans regarding plant material and irrigation.
• Identify ways to address the exclusion of certain universal waste from the landfill
—find disposal alternatives.
Capital Proiects
• Design and construct Magnolia Park
• Design and construct Poindexter Park expansion
• Determine location and construct a skate park
• Design and construct restrooms and Glenwood Park
Page 17
• Light additional sports amenities in City Parks
• Possible convert AVCP multipurpose court to basketball courts with lights
• Design and construct expansion ofAVRC and gym (design contract underway
now)
• Design and construct public art piece
• Landscape north side of Poindexter Avenue parkway
• Reconstruct trash enclosures
• Install additional parking lot lights atAVCP
• Replace playground equipment at Tierra Rejada Park
• Improve bocce ball courts at Tierra Rejada Park
• Construct concrete walkway at Virginia Colony Park
• Design and install two electronic marquee signs
Items under consideration by the Council for FY 2006/07
• Evaluate the feasibility of a teen center
• Develop plan for recreational use of detention basin in Specific Plan No. 1
• Develop guidelines for fine and cultural arts expenditures
• Landscaping improvements and signage for Arroyo Vista Community Park entry
• Establish apricot orchard at one or more locations for community's historical
purposes
• Evaluate feasibility of establishing a publicly owned, privately operated
equestrian center
• Construct lighted basketball courts at College View Park
• Develop recommendations for public art atAVCP and College View Park
• Consider feasibility of constructing a "splash park"
• Install parkway landscaping on collector and arterial streets that lack such
improvements
• Install outfield fence on one softball field atAVCP
• Upgrade plumbing fixtures in public restrooms to include sensor activation.
• Evaluate options for second location of vehicular access to AVCP
• Construct a ball wall at Campus Canyon Park
• Evaluate options for park ranger program for City parks and open space
STAFF UTILIZATION
The Administrative Assistant position provides administrative and technical support to the
Director of Parks, Recreation, and Community Services and the Parks and Recreation
Commission. This position coordinates rentals of the Community Center, prepares final reports,
creates and updates spreadsheets for the Department, monitors contracts and agreements, updates
areas in the City's web page, assists in preparation of the Department budget, prepares
agreements and amendments, and provides administrative and technical assistance to other
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Department staff. This position is under - utilized, and has time to perform additional duties. The
Administrative Assistant position has reported time spent as follows:
Activity/Function
% of Time Spent Estimate
Description
Administrative Support to Director
75%
Supervision
$30,000
Program Development
All Aire Heating & Air
Public Interaction/Relations
10%
Maintenance and Facilities
15%
The Administrative Assistant is responsible for monitoring the following agreements /contracts:
Business
Dollar Amount
Description
Kelly Cleaning
$30,000
Janitorial
All Aire Heating & Air
$30,000
Heating & Air Services
KNA Electric
$40,000
Misc. Electrical
Salomon Plumbing
$10,000
Misc. Plumbing
R.A. Atmore & Sons
$25,000
Weed Abatement
KEY OBSERVATIONS AND COMMENTS FROM INTERVIEWS
The key observations are generated from interview results, workload analysis, review of job
duties, tasks, and responsibilities, and time spent information provided by key staff.
PARKS DIVISION
• Parks maintenance workload will increase 7 to 13% in the next 2 years. The City
currently has 16 parks and will increase to 17 (7 acres) by FY 07108. There is a
possibility of expanding to 18 parks (4 acres) in the next 5 years.
• The workload for LMD's will almost double (91%) in the next 5 years. The
additional 3.2 million square feet of new LMD's includes, but is not limited to:
Toll Brothers — 68,650 sq. ft.
Colmer —10, 723 sq. ft.
M &M — 4, 000 sq. ft.
Shea Homes — 4, 000 sq. ft.
Pardee Homes — 1, 941,127 sq. ft. (plus 9.5 acres fuel mod area)
William Lyon — 935,195 sq. ft. (plus 250 acres open space)
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• Currently, the City has approximately 13,250 sq. ft of trails. Within the next 2 -5
years, the City will add approximately 3 75, 089 sq. ft.
• The Division /City does not have internal expertise regarding skilled facilities
maintenance.
• The Maintenance Workers (3) indicate that, due to other responsibilities and
workload, they do not have time to conduct, nor do they spend sufficient time
conducting, park inspections on a "regular daily basis " even though this duty is
considered very important and primary, due to other responsibilities. .
• The maintenance plan and activities for parks and facilities are reactive, not
preventive Reactive maintenance will ultimately lead to deterioration of parks and
,facilities.
• The 9 -80 work schedule for 3 full time Maintenance staff is not efficient or productive
and does not lend itself to effective customer service. Over a 2 week period, the City
operates with 2 field staff or less approximately 50% of the time.
• The Parks and Facilities Superintendent does not spend significant time assisting in
capital projects.
• The workload for backjlow testing (Senior Maintenance Worker position) will
increase 37% in the next year. The City currently maintains 83 backflows and will be
adding approximately 31. It currently take about 4 weeks(approximately 160 hours)
to test backjlows annually.
• The Senior Maintenance Worker needs training and staff development to increase
efficiency and productivity. Considering current workload, this is difficult to
schedule.
• The Maintenance Worker II position in parks maintenance is performing advanced
journey level duties.
• The Maintenance Worker III position assigned to custodial /janitorial duties is
performing lower level work than the Maintenance Worker III classification
(advanced journey) should. This increases the workload of other Maintenance
Worker III's.
• The parks maintenance staff has various logs and forms for park maintenance
inspection which are not filled out due to time constraints.
C w.
RECREATION DIVISION
• The workload of the vacant Recreation Coordinator II assigned to teen programs has
been absorbed adequately by the 2 Recreation Coordinator II positions, except for
camps.
• There is no formal park security and /or parking enforcement during large sports
tournaments (except parking violations recently assigned to Recreation Coordinator
II 's).
• Currently, part time Recreation Leaders are assigned the responsibility of closing
parks and restrooms in the evenings.
• The Recreation Coordinator II positions do not develop new programs due to lack of
direct supervision and training.
• The recruitment process for part time Recreation positions is slow and potentially
leads to lack of adequate personnel. The salaries for these positions may not be
competitive.
• The Recreation Coordinator II position (sports) has indicated spending 30% time on
administrative responsibilities; this appears to be high, especially combined with
25% time spent on supervision. This may be due to a lack of adequate training or
supervision.
• The office space for Recreation Division staff needs significant improvement. The
City is addressing this currently.
• The Department has experienced turnover for the Recreation Manager position and
classification.
ACTIVE ADULT CENTER
• The workload and staffing for this Division appears adequate. The Recreation
Coordinator I position has been assisting with the Teen Council.
SOLID WASTE, TRANSIT, AND ANIMALNECTOR CONTROL
• In the past, it appears that the Senior Management Analyst has taken significant time
to complete assigned projects; It appears that the Senior Management Analyst
position spends significant time (36%) on administrative duties
Page 21
• The Administrative Specialist is currently performing at the journey level professional
Management Analyst level and is assuming more responsibilities since the Senior
Management Analyst has been recently assigned to the Assistant City Manager's
Department. This position can assume more complex and difficult assignments.
• The Administrative Specialist position is performing basic, routine public information
duties for Transit. This could be assigned to the Administrative Assistant in
Administration.
• The Vector Control Specialist position is paid at the supervisory level and is assigned
supervision responsibilities in the class specification. This position should be able to
prepare draft final reports that are currently being prepared by the Senior
Management Analyst. However, the incumbent may need training in computer skills
to perform this duty adequately.
• The Transit program has been functioning effectively, and the Department Director
has critical key contacts with outside organizations.
ADMINISTRATION
• The Administrative Assistant position has time to respond to Transit public
information requests, a duty currently performed by the Administrative Specialist.
This will also require proper training.
• The majority of the Director's administrative time (52%) is spent on Parks and
Recreation, even though there are management positions assigned to these Divisions.
This time commitment does not permit the Director to address larger Departmental
issues.
• The Director has a significant number of special projects, contracts, agreements, and
capital projects. Many of these responsibilities could be performed by a Senior
Management Analyst.
WORKLOAD AND STAFFING SURVEY OF OTHER CITIES
Personnel Concepts conducted a workload and staffing survey of 8 other cities. The Department
Director provided input on the selection of the cities. The cities (with population per California
League of Cities, May, 2006) are identified below:
Page 22
Brentwood (40,912)
Buena Park (81,226)
Danville (43,273)
Dublin (39,931)
La Quinta (36,145)
Murrieta (85,102)
San Ramon (51,027)
Walnut (31,900)
The survey form and survey results are presented in Appendix B. The survey results regarding
the number of positions for the cities need to be reviewed with caution since some cities may
have permanent staff performing daily maintenance functions in addition to landscape
maintenance contracts. A summary of these results is presented below:
PARKS
• The survey cities' staffing varies from 0 to 40 park maintenance positions, with an
average of 9; the City of Moorpark has assigned 3 full time positions to park
maintenance.
• The survey cities' have an average of 26 acres per maintenance position; the City of
Moorpark has an average of 47 acres per maintenance position.
• The City of Moorpark has fewer trail miles than the survey cities, however these trail
miles will increase in the next 2 -5 years.
• The City of Moorpark has approximately the same number of facility square feet as
the survey cities.
• The survey cities have larger LMD contract amounts than the City of Moorpark,
however these amounts will increase in the next 2 -5 years.
• The City of Moorpark provides Metrolink, library, transit, theater, and bus stop
maintenance in addition to park maintenance; 3 other cities provide library and
theater maintenance services; 1 city provides bus stop maintenance.
• The survey cities have similar tree trimming contract dollar amounts.
• Two survey cities use additional maintenance inspectors to ensure contract
compliance for LMD's.
RECREATION
• The survey cities are comparable to the City of Moorpark in the number of classes,
adult leagues, recreation users, and active adult users.
• The survey cities provide 3 times more special events.
• On the average, the survey cities have more full time recreation staff, especially for
Page 23
'll •J �.. /�/ `s �y
Page 24
Recreation Supervisor classifications even though they have approximately the same
number of Recreation Managers.
ADMINISTRATION
• On the average, the survey cities have 4.1 administrative support staff for the
department, compared to the City of Moorpark which has 1. S.
• Three survey cities indicate the use of management analysts to provide professional
support.
CHAPTER III
RECOMMENDATIONS
This chapter contains the recommendations for improving organizational structure, reporting
relationships, staff utilization, and staffing.
ORGANIZATIONAL STRUCTURE
The Department needs to restructure and reorganize to improve efficiency, productivity, staffing,
and staff utilization, and to address organization needs and priorities. Appendix A presents a
recommended organization chart for the Department.
PARKS DIVISION
RECOMMENDATION I
Create a new classification of Parks and Landscape Manager to manage and supervise parks,
facilities, and LMD's. This position would be responsible for day to day operations and
relieve the Director of dealing with day to day operations and activities, which currently
consumes significant time. This position should also focus on overseeing and managing
parks maintenance and LMD inspections, facilities services and operations, improved
reporting systems for parks and LMD inspections, and more efficient proactive and preventive
maintenance systems vs. reactive maintenance. This management level position and
classification would be able to provide the Director of Parks, Recreation, and Community
Services with professional assistance regarding park improvements, LMD contract
management, and capital projects. The salary for this classification should be set at Range 77.
A new class specification is presented in Appendix C.
RECOMMENDATION 2
To increase supervision, management, efficiency, productivity, and accountability, add one
new position of Parks and Facilities Supervisor (or Superintendent, depending on
qualifications of successful candidate) to provide direct supervision of parks and facilities
Page 25
maintenance personnel. This position should also refocus the importance of conducting parks
inspections, quality control, and formal record keeping and documentation of maintenance
personnel. This position should also be accountable for implementing a preventive, not
reactive, parks maintenance plan and system. The Supervisor salary range is 62 and the
Superintendent salary range is 67.
RECOMMENDATION 3
To maximize the skills of the current Parks and Facilities Superintendent and to increase
effectiveness of LMD contract compliance, reclassify this position to Landscape Assessment
District Superintendent. This position should focus on LMD contract maintenance
compliance, comprehensive LMD inspections, and improved formal record keeping and
documentation of contractors. The contract compliance and inspection process should focus
on preventive, not reactive, maintenance. A new class specification for Landscape
Assessment District Superintendent is presented in Appendix C.
RECOMMENDATION 4
Create a new classification of Facilities Maintenance Technician reporting directly to the
Parks and Facilities Supervisor. This position would provide the Department/City with
internal expertise for skilled facilities maintenance. Based upon internal relationships, set the
salary for this classification at Range 51. Creating this position and classification will permit
the Parks Maintenance Workers to dedicate more time to parks inspections and parks
maintenance tasks, duties, and responsibilities. This position may exercise lead supervision
over custodial staff. A new class specification is presented in Appendix C.
RECOMMENDATION 5
Eliminate the 9 -80 work schedule for all parks maintenance staff. This would increase
efficiency and productivity, management flexibility, customer service, and overall staff
coverage of parks maintenance and inspections.
RECOMMENDATION 6
Refocus the scope and assigned tasks, duties, and responsibilities of the Senior Maintenance
Worker position and classification to parks inspection and maintenance. The Department
should provide the necessary training and staff development to accomplish this objective.
Further evaluate the cost effectiveness of performing backflow inspections from this position
or whether to contract this service out.
Page 26
RECOMMENDATION 7
Reclassify the position currently held by R. Ceja to Maintenance Worker III, since this
position is performing advanced journey level park maintenance duties.
RECOMMENDATION S
Evaluate the custodial Maintenance Worker III position. Assess the appropriate classification
given the tasks, duties, and responsibilities assigned to the position and examine the cost
effective of providing services in -house or by contract. If it is determined that in -house
custodial services are more cost effective, consider whether there is a need for a second
custodial position.
RECOMMENDATION 9
Develop a comprehensive preventive maintenance plan and system for parks and facilities.
RECOMMENDATION 10
Within the next 12 months, develop a comprehensive reporting and documentation system for
LMD inspections, especially since this area will increase significantly in the next 5 years.
RECREATION DIVISION
RECOMMENDATION 11
Reclassify the Recreation Manager position to Community Services Manager to reflect
broader range of duties. In order to recruit qualified and quality personnel, set the salary for
this position at Range 71. This position should have responsibility for the Recreation
Division budget and also for developing new recreation programs with significant assistance
from Recreation Coordinator II positions. This position should directly supervise recreation,
active adult services, public and cultural art, and eventually, the theater. This position should
also be responsible for effective management control to relieve the Director of day to day
operations and activities.
RECOMMENDATION 12
Do not refill the vacant Recreation Coordinator II position in Teen Programs. Replace this
position with a full time Recreation Leader IV position to supervise the Teen Programs
seasonal camps. The salary for this position should be set at Range 32.
p[ Page 27
✓Y. Wr Uv
RECOMMENDATION 13
Create a Park Ranger program using City employees or contracting for services to provide
park security and parking enforcement at large tournaments. A new classification
specification is provided in Appendix C.
The Department should identify alternatives for closing parks, facilities, and restrooms in the
evening.
RECOMMENDATION 14
To address workload and increase efficiency and productivity, change the status of the current
administrative support position, Recreation Assistant, from part time to full time.
RECOMMENDATION 15
Reevaluate and streamline the recruitment process for part time Recreation employees.
Reevaluate the competitiveness of salaries. Reevaluate the step movement (merit) of part
time Recreation employees to "seasonal" vs. "hours" criteria to retain valuable part time
employees.
SOLID WASTE, TRANSIT, AND ANIMALNECTOR CONTROL
RECOMMENDATION 16
Reclassify the Administrative Specialist position held by S. Kroes to Management Analyst
(salary range 62), based upon performance of journey level professional duties. This position
can assume, and should be assigned, primary responsibilities for Solid Waste and Transit.
Depending on the needs of the Department and the individual assigned to the Senior
Management Analyst position, the Management Analyst may report to the Senior Manage
Analyst of the Director.
The reports for Transit and Solid Waste should be prepared by the Management Analyst, and
reports for the AnimalNector Control should be prepared by the AnimalNector Control
Specialist. If necessary, provide training for the AnimalNector Control Specialist to prepare
appropriate reports.
Page 28
RECOMMENDATION 17
Retain the position of Senior Management Analyst to supervise AnimalNector Control and to
provide support to the Department Director for budget, Department analysis, and special
proj ects.
ADMINISTRATION
RECOMMENDATION 18
Reassign Transit and Solid Waste public information responsibilities to the Administrative
Assistant position in Administration.
SUMMARY
The above recommendations provide the Parks, Recreation, and Community Services Department
with the opportunity to make significant improvements and meet the study goals and objectives:
• Assess the organizational structure of the Department.
• Assess staffing levels based on existing and future programs, operations, and
maintenance responsibilities.
• Evaluate the distribution of responsibilities /workload among the divisions within the
Department and staff positions.
• Review the relationship between the various levels of staff within the Department and
their reporting structure and authority.
• Evaluate the existing job classifications and duties.
Page 29
Personnel Concepts has assessed the organizational structure, staffing, distribution of
responsibilities, reporting relationships, and existing job classifications and duties.
Overall, the recommendations result in the following staffing changes:
DIVISION
POSITION/TITLE
RESULT
Parks
Parks and Landscape Manager
New position
Parks
Parks & Facilities Supervisor or
Superintendent
New position
Parks
Landscape Mtc. District Superintendent
Reclass
Parks
Facilities Maintenance Technician
New positio n
Parks
Maintenance Worker III
Reclass (MW II)
Recreation
Community Services Manager
Reclass
Recreation
Recreation Leader IV
Replaces Rec Coord II
Recreation
Park Ranger or contract
New position art time)
Recreation
Recreation Assistant
Full time status
Transit/Solid Waste
Management Analyst
Reclass
Administration
Senior Management Analyst
Realigned
The recommendations provide the Department Director with the ability to address current and
future short and long term goals and objectives more effectively. The Director would then have
time to work on capital projects and special projects, and especially to deal with the Department's
overall vision and mission.
Page 30
`li <✓ r wv v n.
APPENDIX A
CURRENT ORGANIZATION CHART
RECOMMENDED ORGANIZATION CHART
Aw �.
Parks and Facilities
Superintendent
(1)
Sr. Maintenance Worker (l )
CITY OF MOORPARK
PARKS, RECREATION, AND COMMUNITY SERVICES DEPARTMENT
CURRENT ORGANIZATION CHART
Director of
Parks, Recreation, and
Community Services
Recreation
Manager
(1)
Recreation Coordinator II (3)
Maintenance Worker II/III (3) 1 1 Part Time Personnel
Active Adult Center
Supervisor
(1)
Recreation Coordinator I
(1)
Part Time Personnel
Senior
Management Analyst
(1)
Administrative Animal /Vector Control Specialist
Specialist (1)
(1) Animal /Vector Control Technician
(1)
APPENDIX B
WORKLOAD AND STAFFING SURVEY FORM AND RESULTS
CITY OF MOORPARK
PARKS, RECREATION, AND COMMUNITY SERVICES DEPARTMENT
RECOMMENDED ORGANIZATION CHART
Senior /Management
Analyst (1)
Animal /Vector
Control Specialist (1)
Animal /Vector
Control Technician (1)
Parks and Landscape
Manager
(1)
Parks and Facilities
Supervisor or
Superintendent (1)
Sr. Maintenance Worker(])
Maintenance Worker 111 (3)
Facilities Maintenance
Technician (1)
Landscape Mtc.
District
Superintendent (1)
Director of
Parks, Recreation, and
Community Services
Administrative
Assistant (1)
Community Services
Manager
(1)
Recreation Coordinator II (2) Active Adult Center
Recreation Assistant (1) Supervisor
Recreation Leader IV (1) (1)
Recreation Coordinator I
(1)
Management
Analyst
(1)
U
APPENDIX C
RECOMMENDED CLASS SPECIFICATIONS
Parks and Landscape Manager
Landscape Maintenance District Superintendent
Facilities Maintenance Technician
Park Ranger
SURVEY CITIES PARKS MAINTENANCE WORKLOAD AND STAFFING
[4,y
3� 1
Y
Walnut I Avera
12
Moorpark
Brentwood
Buena Park
Danville
Dublin
La
Quinta
Murrieta
San
Ramon
$2 million
26
10
$120,000
$114,000
76.000
Parks Maintenance
# of Parks
# of Acres
# of LMD's
16
142
19
42
165
46
11
95
19
11
167
3
10
121
13
106
1
36
390
33
30
330
17
# Acres of LMD's
LMD Contract $
Trail Miles
Tree Trim Contract $
Facilities Sq. Ft.
80
$690,000
2.2
$120,000
60,000
100
$2 million
10
$150,000
125,000
123
$418,000
3
$148,000
96,000
227
$569,000
8
89,000
$1.7 in
9
25,000
87
$320,000
6
$12,000
68,000
1275
$2.4 in
(4 acres)
$115,000
26,500
120
$6.8 in
5
$140,000
100,000
Other Functions
Metrolink
x
Library
x
x
x
x
Transit
x
Theater
x
x
x
x
Bus Stop
x
Staffing
Assistant Director
1
Mtc. Manager/Supt.
1
1
1
1
1
1
1
Mtc. Supervisor
1
2
1
Mtc. Worker 1/II/III
Other
3
1
4
5
4
5
1
10
2
40
[4,y
3� 1
Y
Walnut I Avera
12
21
544
240
12
19
821
393
$2.1 in
$2 million
26
10
$120,000
$114,000
76.000
x
1 I 1
9 1 9.1
SURVEY CITIES RECREATION WORKLOAD AND STAFFING
** Data not provided by the City of Walnut
C�
c�
Moor ark
Brentwood
Buena Park
Danville
Dublin
La Quinta
Murrieta
San Ramon
Walnut
Average
Recreation
# of Classes
400
500
900
379
370
87
365
300
**
414
# of Adult Leagues
42
25
50
28
32
4
30
60
**
33
# of Teen Programs
122
25
25
40
76
16
5
140
**
47
# of Recreation Users
65,000
300,000
85,000
14,000
87,500
5,950
75,000
34,000
**
89,500
# Active Adult Users
46,000
20,000
100,000
36,600
1,646
11,000
15,000
**
30,707
Special Events
5
10
5
10
12
40
20
5
* *
14.5
Staffing
Recreation Manager
1
1
1
1
1
1
2
1
1
Recreation Supervisor
5
3
2
2
2
1
6
1
3
Recreation Coord.
3
3
2
6
4
2
3
10
3
3.8
Active Adult Supv.
1
1
1
1
1
1
1
Misc Admin Staffing
Management Analyst
1
1
2
1
Admin. Support
1.5
7
3
4
2
4
7
2
4.1
** Data not provided by the City of Walnut
C�
c�
PERSONNEL CONCEPTS, INC.
Im"I n rd M k.yy
CITY OF MOORPARK
PARKS, RECREATION, AND COMMUNITY SERVICES DEPARTMENT
STAFFING AND WORKLOAD SURVEY
SURVEY CITY
1. Please check classifications that your City uses for Parks, Recreation, and Community
Services. In addition, please indicate number of full time staff in each classification.
Title
Assistant Director, Parks & Recreation
Parks Superintendent /Manager
Parks Maintenance Worker I /II /III
Recreation Superintendent /Manager
Recreation Supervisor
Recreation Program Coordinator
Senior Center Supervisor
Management Analyst
Administrative Assistant
Office Assistant I /II
Other
Other
PARKS AND FACILITIES
2. What is the total number of parks? (Moorpark has 16)
V #
3. What is the total number of park acres? (Moorpark has 142 acres)
4. What is the total number of landscape maintenance districts? (Moorpark has 19)
5. What is the total number of acres for landscape maintenance districts? (Moorpark has 80
acres)
6. What is the total number of trail miles? (Moorpark has 2.2)
7. What is the total landscape maintenance contract dollar amount? (Moorpark's is $690,000)
CITY OF MOORPARK
PARKS, RECREATION, AND COMMUNITY SERVICES DEPARTMENT
STAFFING AND WORKLOAD SURVEY (continued)
8. What is the total tree trimming contract dollar amount? (Moorpark's is $60,000)
9. What is the total square footage of facilities maintenance? (Moorpark's is 60,000 sq. ft.)
RECREATION
10. What is the total number of classes provided? (Moorpark provides 400)
11. What is the total number of youth /adult leagues? (Moorpark has 42)
12. What is the total number of teen programs? (Moorpark has 122)
13. What is the total number of community special events? (Moorpark has 5)
14. What is the total number of recreation users? (Moorpark has 65,000)
15. What is the total number of Senior Center users? (Moorpark has 46,000)
OTHER FUNCTIONS
16. Do you provide these other functions:
Metrolink maintenance
Yes ( )
No ( )
Library
Yes ( )
No ( )
Transit services
Yes ( )
No ( )
Theater
Yes ( )
No ( )
Bus stop maintenance
Yes ( )
No ( )